Time for reflection, recharging, and independent play are top of my priority list this summer, along with some offline projects that require hands-on labor. In order to create space for these, I’ve had to practice setting boundaries and saying “no” to some things, which is challenging, but the overall result is that I have more control over my capacity and can focus on the non-work activities that are a priority for me this summer. Here’s a list of the practices that help me navigate this balance.

I can’t help but draw on my experience as a facilitator to examine how the methods I use when leading Design Sprints and workshops might be helpful in navigating life with a child, and creating more communication pathways for us. I’ve found a handful of things work really well for our family and give our daughter more agency to participate in creating plans, communicate with us, and keep us present with one another.

There’s something adults can learn from kids to allow us to explore and create more freely. These three behaviors are worth taking note of, and might pay dividends personally and professionally.

I believe we can be the architects of the future we want, and that often means swapping a passive manifestation mindset for a more proactive approach. When I think back to the time I felt ready to do something new, I moved from uncertainty to a clear “yes” after taking an active role in the 3-step process, which looked something like this.

Use these approaches and navigational tools to help eliminate surprises, and align the team so everyone is on a similar page heading into the Design Sprint. Humans are creatures of habit, so taking some of the uncertainty out of this major schedule change help folks show up with positive attitudes ready to work toward an outcome.

What happens when a company outgrows its name? It’s kind of like walking around in someone else’s clothes: people get the wrong idea about who you are and what you stand for. And that’s not good for business. Here’s how do you rename an entire organization in one day.

This reading-list installment features four women authors who each bring a little something different to the table (or the nightstand, depending on where you like to do your reading).

Whether you’re leading an hourlong workshop or a five-day Design Sprint, there are a few things you can do to protect yourself from feeling emotionally drained and completely exhausted. My hope in sharing these 3 steps — which are my own learnings that I practice every day— is that they save you from feeling burnt out and get you back to the things you love.

Testing is arguably one of the most critical parts of the Design Sprint process. If you’re running a remote process, here’s a straightforward and streamlined way to stay organized and collect this key feedback from testers.

Jackie believes in service. She has been volunteering for most of her life and has worked with organizations in the Twin Cites such as Amicus (Prisoner mentorship program), Free Arts Minnesota, and as a hospice volunteer. When she started her business, she committed to giving back to help her community thrive. Each year, she offers her services pro bono.

The ways in which we collaborate have changed a lot as a result of the pandemic. More virtual meetings, more screen time, more A/V issues, and way more sneak peeks into our colleagues’ lives. While it’s certainly not a perfect reality, certain aspects of shifting to a remote model have resulted in a lot of positive outcomes for facilitator. Here are 4 examples.

The most remarkable part about facilitating a Design Sprint is the ability to move from stuck to prototype in a handful of days regardless of the specifics, team politics, or challenges. Here are three steps to get there.

Your job as a facilitator isn’t to show off with your knowledge of the business; it’s to drive people through a process that lands on a desired outcome. A few learnings have completely transformed the way I facilitate today.

Do you really need five whole days for a Design Sprint? It might seem like a lot of time initially, but the truth is that five days really isn’t that much time if it keeps you from investing months, maybe even a year, in something that isn't right. What I love about the five-day timeframe of a Design Sprint is that it offers enough breathing room to really explore the problem space then design and prototype an awesome solution without cutting corners just for the sake of saving a few hours.

Have you decided to lead your first Design Sprint and need some support? Or, maybe you’ve done it before and are looking for ways to make the experience even smoother and more productive. Every situation may be unique, but the DNA of the Design Sprint is hardwired to guide effective outcomes. With that in mind, and thanks to my own trial and error, I’ve honed in on what I think are the key pillars for a successful Design Sprint.

We know Design Sprints are excellent at getting teams from stuck to prototype, but why is the process so foolproof? Whether you’re a Fortune-100 company or a startup, the recipe for a Design Sprint makes an impact thanks to a few key ingredients.

Jackie partnered with Sprint book author, John Zeratsky, in 2018 & 2019 to bring Design Sprint bootcamps to Minneapolis. They were a ton of fun and we intended to bring it back to in 2020 to multiple cities but a global pandemic got in the way. In 2020, Jackie worked with John and Jake Knapp to offer the bootcamp online during three virtual workshops.

I am often asked to have coffee with people who are thinking about starting their own thing. They want to go solo, fly free, run their own show. Sometimes they are interested in focusing on Design Sprints, but often they are interested in something adjacent: digital strategy, digital transformation, product leadership, brand strategy, etc. Here’s my advice.

Using tested tools and frameworks takes the guesswork out of the “how” and provides a recipe to follow. But they aren’t enough. You can have the best hammer and nails but if you are too afraid to swing the hammer and make the birdhouse because it might be ugly, you’ll just have a pile of tools and no place for birds to live. When we create, we bring something new into the world. Fear arises when we think about doing anything new. New is unknown. New is novel. New is scary. Our brains want us to stay in the safe zone.

There’s been a lot written about the Design Sprint; why it works, the methods, facilitation techniques and how to use Sprints inside an org but I was interested in learning more about the process of designing the process (so meta, right?) from this conversation with John Zeratsky (JZ), co-author of SPRINT.